A win-win for health care: promoting co-leadership and increasing women’s representation at the top

Purpose This paper aims to contribute to the growing body of research on health-care leadership by demonstrating the value of dyads and triads in strengthening capabilities of health-care settings and providing action pathways to accelerate gender parity in senior health-care positions. Design/methodology/approach The paper reviews the evidence that when single-leadership models are used and women are under-represented in leadership, the health-care industry may miss out on opportunities to increase efficiency and quality of care. Next, the paper describes a co-leadership model with distinct and overlapping roles, which promotes women’s participation and inspires administrative and clinical leaders to collaborate and achieve optimal performance. Findings The dyad as the enabling track for women in health-care leadership creates opportunities for health-care systems to bridge the gender gap in senior positions as well as improve the delivery of cost-effective quality care. Practical implications The inclusive co-leadership model with distinct and overlapping roles is a promising pathway for increasing health-care system efficiency and for promoting women to senior roles by tapping into the leadership skills and expertise that women bring to these roles. Originality/value The current paper demonstrates the dual effects of using co-leadership in senior health-care positions and fixing the gender imbalance. It has significant implications for advancing similar pathways in other industries as a means for accelerating gender parity in senior management.

Transformational Executive Health-Care Leadership: What Makes a Good and Great Health-Care Leader?

Health-care leaders work at the highest levels of organizations and face unique challenges in today's health-care systems. This article reports the lived experiences of an executive nurse to better understand their leadership journey and leadership shadow, exploring their professional development of health-care leadership while navigating change and conflict by interpreting critical turning points in their career and triangulating data to identify and analyze central themes. Offering a real-world perspective, the article uses personal reflection aligned to professional inquiry, workplace observations, document reviews, and personal accounts to focus on executive nursing and the construction of a social movement from within a large managed care organization. The purpose of this evaluation is to create deeper understandings of ways in which to improve patient and provider experiences, reduce system waste, and improve population health. The theme of transformational leadership emerged, and new insights were created to inform future thinking.

Linking Emotional Intelligence to Successful Health Care Leadership: The Big Five Model of Personality

Research has identified emotional intelligence as the ability to understand and manage emotions. This is especially important for surgical leaders who must interact constructively with teams, administrators, patients, colleagues, and the community. Conventional intelligence emphasizes the rational and analytical brain. When one becomes aware of emotional intelligence, it adds to the repertoire of the surgical leader. It gives them insight into the dynamics of interpersonal relationships. This will allow the surgeon to control the emotional side of communication. Specifically, emotional intelligence focuses on self-awareness, self-management, social skills, and resiliency. With these skills, they are able to modulate their leadership style, allowing for increased conflict management and persuasiveness, more effective change management, and consensus-building. Emotional intelligence is not innate; these are learned skills. With practice and attention, it is possible to acquire the skills to enhance relationships.

The Observational Research Study with the Trends in Healthcare Training and Leadership Ethics in The United States

This paper summarizes how healthcare training has an influence on the leadership ethics in the U.S. This article includes four primary sections. The first section is the background to the problem, which provides a historical overview of the research on the problem being studied and justifies the need for this study. The second section provides the theoretical foundation models and theories which frame the variables and the research questions. The third section provides an in-depth discussion of various factors related to the problem statement, ultimately providing the population, the variables, the methodology, and the design. The fourth section synthesizes the prior three sections justifying the ten strategic points that frame the study. The methodology is the systematization literature review within this context and approaches for underling current trends in healthcare training in the U.S. Little is known regarding the association between ongoing healthcare refresher training and the severity of among direct patient care staff. This calls for the evaluation of leadership within the healthcare industry and the various strategies employed in finding out how to fund and implement ongoing healthcare refresher trainings for staff members. There is a scarcity of literature focusing on the characteristics of the implementation of healthcare protocols that impact the effectiveness of the programs. The results of the critical review article with analysis both authors can be useful for any business around the World to support and the improvement management decisions. Keywords: Healthcare, Health Care Leadership, Ethics, Training, Management.

The Observational Research Study with the Trends in Healthcare Training and Leadership Ethics in The United States

This paper summarizes how healthcare training has an influence on the leadership ethics in the U.S. This article includes four primary sections. The first section is the background to the problem, which provides a historical overview of the research on the problem being studied and justifies the need for this study. The second section provides the theoretical foundation models and theories which frame the variables and the research questions. The third section provides an in-depth discussion of various factors related to the problem statement, ultimately providing the population, the variables, the methodology, and the design. The fourth section synthesizes the prior three sections justifying the ten strategic points that frame the study. The methodology is the systematization literature review within this context and approaches for underling current trends in healthcare training in the U.S. Little is known regarding the association between ongoing healthcare refresher training and the severity of among direct patient care staff. This calls for the evaluation of leadership within the healthcare industry and the various strategies employed in finding out how to fund and implement ongoing healthcare refresher trainings for staff members. There is a scarcity of literature focusing on the characteristics of the implementation of healthcare protocols that impact the effectiveness of the programs. The results of the critical review article with analysis both authors can be useful for any business around the World to support and the improvement management decisions. Keywords: Healthcare, Health Care Leadership, Ethics, Training, Management.